tailieunhanh - best practices in leadership development and organization change phần 8

Trong xây dựng phát triển lãnh đạo toàn cầu, hiểu rằng văn hóa tổ chức và lãnh đạo các giá trị khác nhau từ các nền văn hóa quốc gia và giá trị (Hofestede năm 1997). Ở cấp độ lãnh đạo và tổ chức, chúng tôi phát hiện ra rằng có đáng chú ý nhất quán liên quan đến | 326 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit . Model II Competency Model Operationalizing Organizational Learning Key Competencies Develops the Ability to Link to Organizational Learning Capabilities Tolerate ambiguity Systems thinking Influence Team learning Confront difficult issues through inquiry Team learning Support and nurture others Team learning Listen well and empathize Team learning mental models Recognize one s own feelings intuitions quickly Personal mastery team learning Conceptualize Systems thinking Discover and mobilize human energy Team learning personal mastery Create learning opportunities Entirety of organizational learning Sense of mission and vision Personal mastery shared vision Maintain sense of humor Result of environment that honors and supports fun and learning together Model adapted by Consulting Partner 2001-2002. Source Copyright 1982 W. Burke. Reprinted with permission. MIT 327 Exhibit . Agenda for Session I The Development of Leadership Capabilities Its Link to Individual and Organizational Capabilities I. Successful Change Exercise Two Purposes 1. Link this morning s session on strategic goals to individual and organizational growth 2. Provide a basis for our focus on organizational learning and effectiveness II. Discussion Leadership Learning Performance Capacity to Grow Learn Transform Our Systems Organizational Learning Capabilities Learning and Performance III. The Influence of Systems and Systemic Change Four Response Modes Identifying the Interconnecting Influences Discussion and Small-Group Application IV. Leadership Dialogue Key Learnings and Leadership Story Exhibit . Agenda for Session II Developing Personal Mastery and Vision I. The Foundational Premises for This Session II. Persona and Character Models of Personal and Leadership Development III. Qualities Guiding Character and Persona IV. Personal Mastery V. The Inner Journey Itself A. Conscious Beliefs B. Shadow Beliefs VI. .